Phoebe Sumter Medical Center

Phoebe Sumter Medical Center, located at 126 Highway 280 W, Americus, GA, is a leading regional healthcare provider dedicated to delivering quality care to Southwest Georgia. Our state-of-the-art, 76-bed facility offers all private rooms equipped with the most advanced technology available. With a focus on patient-centered care, our dedicated team of doctors, nurses, and staff are committed to meeting the healthcare needs of our community. From emergency services to rehabilitation, Phoebe Sumter Medical Center is here to provide exceptional care close to home. We are proud to be the heart of healthcare in the region.

Identifiers

Hospital Name Phoebe Sumter Medical Center
Facility ID 110044

Location

Address 126 HIGHWAY 280 W
City/Town Americus
State GA
ZIP Code 31719
County/Parish SUMTER

Health System

Health System Phoebe Putney Health System
Health System Website Domain phoebehealth.com
Recently Joined Health System (Past 4 Years) No

Health System Size & Scope

Health System Total Hospitals 3
Health System Total Beds 859
Health System Hospital Locations Georgia

Ownership & Characteristics

Hospital Type Acute Care Hospitals
Hospital Ownership Government - Hospital District or Authority
Ownership Details Phoebe Putney Health System
Emergency Services Yes

Carlyle Walton

President

Carlyle Walton is the President for Phoebe Sumter Medical Center. Walton brings more than 30 years of experience in the healthcare field to Phoebe. He was named the new Chief Executive Officer at Phoebe Sumter Medical Center, officially taking on the role on September 15, 2022. Prior to leading the Adventist Health Policy Association, Walton served as President and CEO of Metroplex Health System in Killeen, TX, for nine years and at Takoma Regional Hospital in Greenville, TN for 11 years. He earned his bachelor's degree from Columbia Union College in Maryland and a master's degree in health services management from the University of Mary Hardin-Baylor in Texas. He is also a fellow of the American College of Healthcare Executives. Walton has been noted for his humble approach and trust in local healthcare providers. [4, 6, 17]

Susan Bruns

Chief Nursing Officer

Susan Bruns is the Chief Nursing Officer for Phoebe Sumter Medical Center. With more than 25 years of nursing experience, Susan focuses on implementation of patient-centered care, evidence-based standards of patient care. [4]

Michelle Doggett

Director of Finance

Michelle Doggett is the Director of Finance at Phoebe Sumter Medical Center. [4]

Residency Programs

Allopathic Residency Program No
Dental Residency Program No
Osteopathic Residency Program No
Other Residency Programs No
Pediatric Residency Program No

Capacity & Services

Licensed Beds 143

Staffing & Personnel

FTE Employees on Payroll 374.99
FTE Interns & Residents NA

Inpatient Utilization

Inpatient Days (Title V) NA
Inpatient Days (Title XVIII) 2770
Inpatient Days (Title XIX) 2056
Total Inpatient Days 16916
Bed Count 54
Available Bed Days 19710
Discharges (Title V) NA
Discharges (Title XVIII) 493
Discharges (Title XIX) 430
Total Discharges 3338

Adult & Pediatric Subtotal

Inpatient Days (Title V; Adults & Peds) NA
Inpatient Days (Title XVIII; Adults & Peds) 2486
Inpatient Days (Title XIX; Adults & Peds) 1747
Total Inpatient Days (Adults & Peds) 14534
Bed Count (Adults & Peds) 44
Available Bed Days (Adults & Peds) 16060
Discharges (Title V; Adults & Peds) NA
Discharges (Title XVIII; Adults & Peds) 493
Discharges (Title XIX; Adults & Peds) 430
Total Discharges (Adults & Peds) 3338

Quality Summary

Care Quality Stengths Average overall patient satisfaction. Patients were very positive about the quiet atmosphere of the hospital. The hospital is average in every measured mortality rate
Care Quality Concerns Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated

Hospital Overall Rating

Patient Experience Star Ratings

Nurse Communication – Star Rating
Doctor Communication – Star Rating
Staff Responsiveness – Star Rating
Communication About Medicines – Star Rating
Discharge Information – Star Rating
Care Transition – Star Rating
Cleanliness – Star Rating
Quietness – Star Rating
Overall Hospital Rating – Star Rating
Recommend Hospital – Star Rating

Recommendation Percentage

Percent of Patients Who Definitely Recommend the Hospital 62%

Mortality Group Indicators

Mortality Group – Rate of Complications for Hip/Knee Replacement Patients
Mortality Group – Death Rate for Heart Attack Patients
Mortality Group – Death Rate for CABG Surgery Patients
Mortality Group – Death Rate for COPD Patients No Different Than National Average
Mortality Group – Death Rate for Heart Failure Patients No Different Than National Average
Mortality Group – Death Rate for Pneumonia Patients No Different Than National Average
Mortality Group – Death Rate for Stroke Patients
Mortality Group – Pressure Ulcer Rate No Different Than National Average
Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications
Mortality Group – Iatrogenic Pneumothorax Rate No Different Than National Average
Mortality Group – In-Hospital Fall with Hip Fracture Rate
Mortality Group – Postoperative Hemorrhage or Hematoma Rate No Different Than National Average
Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate No Different Than National Average
Mortality Group – Postoperative Respiratory Failure Rate No Different Than National Average
Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate No Different Than National Average
Mortality Group – Postoperative Sepsis Rate No Different Than National Average
Mortality Group – Postoperative Wound Dehiscence Rate No Different Than National Average
Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate No Different Than National Average
Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite No Different Than National Average

Timely & Effective Care

Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) 220

Readmission Scores & Groups

Readmission Score Hospital Return Days for Heart Attack Patients Not Available
Readmission Score Hospital Return Days for Heart Failure Patients 19.6
Readmission Score Hospital Return Days for Pneumonia Patients 4.8
Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) 14.5
Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy 10.1
Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy 5.3
Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery 1.2
Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate Not Available
Readmission Score Rate of Readmission for CABG Not Available
Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients 19.1
Readmission Score Heart Failure (HF) 30-Day Readmission Rate 20.7
Readmission Score Rate of Readmission After Hip/Knee Replacement Not Available
Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) 14.8
Readmission Score Pneumonia (PN) 30-Day Readmission Rate 16.2
Readmission Group Hospital Return Days for Heart Attack Patients Number of Cases Too Small
Readmission Group Hospital Return Days for Heart Failure Patients Average Days per 100 Discharges
Readmission Group Hospital Return Days for Pneumonia Patients Average Days per 100 Discharges
Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) No Different Than the National Rate
Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy No Different Than the National Rate
Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy No Different Than the National Rate
Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery No Different than expected
Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate Number of Cases Too Small
Readmission Group Rate of Readmission for CABG Not Available
Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients No Different Than the National Rate
Readmission Group Heart Failure (HF) 30-Day Readmission Rate No Different Than the National Rate
Readmission Group Rate of Readmission After Hip/Knee Replacement Number of Cases Too Small
Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) No Different Than the National Rate
Readmission Group Pneumonia (PN) 30-Day Readmission Rate No Different Than the National Rate

Infection SIRs

CLABSI SIR (Standardized Infection Ratio) 2.394
CAUTI SIR (Standardized Infection Ratio) 2.503
SSI SIR (Standardized Infection Ratio) 0.000
CDI SIR (Standardized Infection Ratio) 0.065
MRSA SIR (Standardized Infection Ratio) 1.344

Fiscal Period

Fiscal Year Begin Aug 01, 2022
Fiscal Year End Jul 31, 2023

Charity & Uncompensated Care ($ thousands)

Charity Care Cost $6,140
Bad Debt Expense $11,798
Uncompensated Care Cost $9,006
Total Uncompensated Care $9,006

Operating Expenses ($ thousands)

Total Salaries $26,430
Overhead Expenses (Non-Salary) $76,181
Depreciation Expense $6,998
Total Operating Costs $83,875

Charges ($ thousands)

Inpatient Charges $125,742
Outpatient Charges $223,849
Total Patient Charges $349,590

Wage-Related Details ($ thousands)

Core Wage Costs $5,395
Wage Costs (RHC/FQHC) $119
Adjusted Salaries $26,430
Contract Labor (Patient Care) $4,299
Wage Costs (Part A Teaching)
Wage Costs (Interns & Residents)

Balance Sheet – Current Assets ($ thousands)

Cash & Bank Balances $48,726
Short-Term Investments
Notes Receivable
Accounts Receivable $53,376
Allowance for Doubtful Accounts $-40,036
Inventory $2,660
Prepaid Expenses
Other Current Assets $1,315
Total Current Assets $66,042

Balance Sheet – Fixed Assets ($ thousands)

Land Value
Land Improvements Value
Building Value $95,711
Leasehold Improvements
Fixed Equipment Value
Major Movable Equipment
Minor Depreciable Equipment
Health IT Assets
Total Fixed Assets $53,362

Balance Sheet – Other Assets ($ thousands)

Long-Term Investments $48,922
Other Assets $3,653
Total Other Assets $52,575
Total Assets $171,978

Balance Sheet – Current Liabilities ($ thousands)

Accounts Payable $5,191
Salaries & Wages Payable $4,814
Payroll Taxes Payable
Short-Term Debt
Deferred Revenue
Other Current Liabilities $39
Total Current Liabilities $10,044

Balance Sheet – Long-Term Liabilities ($ thousands)

Mortgage Debt
Long-Term Notes Payable
Unsecured Loans
Other Long-Term Liabilities $5,309
Total Long-Term Liabilities $5,309
Total Liabilities $15,354

Balance Sheet – Equity ($ thousands)

General Fund Balance $156,624
Total Fund Balances $156,624
Total Liabilities & Equity $171,978

DRG & Program Payments ($ thousands)

DRG (Non-Outlier)
DRG (Pre-Oct 1) $624
DRG (Post-Oct 1) $3,046
Outlier Payments
DSH Adjustment $110
Eligible DSH % $0
Simulated MC Payments
Total IME Payments

Revenue & Income Statement ($ thousands)

Inpatient Revenue $111,026
Outpatient Revenue $251,857
Total Patient Revenue $362,884
Contractual Allowances & Discounts $261,926
Net Patient Revenue $100,958
Total Operating Expenses $102,611
Net Service Income $-1,653
Other Income $12,318
Total Income $10,665
Other Expenses
Net Income $10,665

Ratios & Program Revenues ($ thousands)

Cost-to-Charge Ratio $0
Net Medicaid Revenue $12,669
Medicaid Charges $63,738
Net CHIP Revenue
CHIP Charges

EHR Information

EHR MEDITECH Expanse
EHR Version Expanse
EHR is Changing No

ERP Information

ERP Workday
ERP Version NA
EHR is Changing No